Expanding a firm’s suite of  products and services; penetrating a new market; expanding a global footprint; mergers and acquisitions are critical  milestones in a company’s ability to evolve.   But often the promises expected under an expanded  company do not materialize.  

 

The post merger challenges are often underestimated or not considered at all.

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While extensive issues involved in systems  interoperability, merging infrastructures, taxonomy, and technology  standards are crucial, they pale in comparison to the cultural challenges, when one entity perceives a merger as an identity loss, or when the parent firm ignores the fact that the smaller firm’s operations may be worth emulating.

 

• Is the acquisition aligned to the company’s strategic plan?

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• How thoroughly was the due diligence maintained, and are the original cost expectations tracked, controlled and monitored?  

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• Is the post acquisition activity involving only  technical issues and ignoring cultural aspects?

 

Technical, Process and Cultural challenges can undermine and diminish the gains that were expected from a merger; however the risk can be mitigated with appropriate and holistic analysis and merger implementation.

 

With deliberate yet expeditious analysis, the returns promised from a merger will be realized for  management  and shareholders alike.